Situational Leadership in Agricultural Extension Services: Exploring Telling, Selling, Participating, and Delegating Practices in Indonesia
Main Article Content
Abstract
Background. Situational leadership is essential for improving organizational effectiveness in agricultural extension services, particularly when extension workers face diverse responsibilities, competencies, and field conditions.
Aims. This study aims to analyze the Extension Coordinator's implementation of situational leadership at the Agricultural Extension Center (Balai Penyuluhan Pertanian/BPP) in Batanghari District, East Lampung Regency, Indonesia, based on four dimensions: telling, selling, participating, and delegating.
Methods. The study employed a qualitative descriptive approach and was conducted from March to June 2023. Data were primarily obtained through interviews with eight informants and analyzed to describe leadership practices within the organization.
Result. The findings indicate that all four dimensions of situational leadership were implemented in managing agricultural extension personnel. The telling dimension was reflected in clear task direction, supervision, guidance, work standards, and assistance in solving work-related problems. The selling dimension was demonstrated through two-way communication, motivation, consultation, deliberation, and regular monitoring, although openness to employees' suggestions and criticism was not fully consistent. The participating dimension was characterized by transparency, employee involvement in decision-making, and support for ideas and creativity; however, recognition and rewards for employee performance remained limited and were primarily verbal. The delegating dimension was evident in assigning individual responsibilities, trusting task management, allowing autonomy in completing duties, supporting creative approaches, and supporting competency development.
Conclusion. Overall, the Extension Coordinator applied an adaptive combination of directive, supportive, participative, and delegative behaviors. Strengthening openness to employee feedback and establishing more consistent recognition mechanisms could further improve the effectiveness of situational leadership within agricultural extension services.
Article Details
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